The Marketing of District Assemblies as attractive locations for tourist and businesses,the case of Ejisu-Juaben Municipality in Ashanti region
THE MARKETING OF DISTRICT ASSEMBLIES AS ATTRACTIVE LOCATIONS FOR TOURISTS AND BUSINESSES , THE CASE OF EJISU-JUABEN MUNICIPAL ASSEMBLY IN ASHANTI REGION<br />A presentation by<br />Owusu Yeboah Kofi. BA (POL. SCIENCE WITH PHILOSOPHY<br />FOR THE AWARD OF MBA IN MARKETING<br />2010 Department of Marketing AND CORPORATE STRATEGY<br />
INTRODUCTION<br />This presentation will cover the following areas:<br /><ul><li>Problem statement.
Recommendations.</li></li></ul><li>Problem Statement.<br />District Assemblies have over the years focused on their traditional role of providing political governance, neglecting the task of marketing their places for business and tourist attraction.<br />The result have been the underdevelopment of most District Assemblies, although, almost all District Assemblies have both business and tourism potentials.<br />This has led to the perpetuation of poverty, unemployment, and rural-urban migration. <br />
Objectives of the study<br />To identify the marketing practices of Ejisu-Juaben Municipal (EJM) assembly as a local government organisation.<br /> To evaluate the marketing practices of EJM with respect to tourism attraction.<br /> To evaluate the marketing practices of EJM with respect to business attraction.<br />To Make appropriate recommendation on how to improve on the marketing practices of Ejisu-Juaben municipal assembly<br />
Research questions<br />What are the Marketing practices of Ejisu-Juaben municipal assembly?<br />How does Ejisu-Juaben Municipal assembly market itself in order to attract tourists?<br />How does Ejisu-Juaben Municipal assembly market itself in order to attract businesses?<br />
Justification of the study.<br /><ul><li>It will enable Management of District Assemblies to pay urgent attention to place marketing.
The report will serve as a base for academicians who want to conduct studies into place marketing in similar fields.
The study will serve as input for policy formulation especially by government to regulate District Assemblies.
The report will assist individuals who want to conduct similar studies.</li></li></ul><li>SUMMARY OF LITERATURE REVIEW.<br />The subject area of this research work is called place marketing.<br />According to Kotler et al. (2002a), Place marketing means designing a place such as municipalities to satisfy the needs of its target markets.<br />Berg et.al (1999) asserted that, for cities and towns to compete very well in attracting businesses and tourists, they must be marketing-oriented (thus adopting some marketing practices).<br />Lovelock and Wirtz (2004) mentioned the marketing practices of service organisations to include the following: the use of STP model; the use of the marketing mix variables; the use of branding techniques; the use of marketing research; the use of SWOT analysis; the use of marketing communication strategy; and the use of strategic plans.<br />
SUMMARY OF LITERATURE (CONT).<br />In attracting tourists to places such as municipalities, (Gidlund and Issraelsson (2009) marketers must consider the:<br /> levels of marketing activities; non-marketing; inexpert marketing; implicit marketing; and sophisticated marketing.<br /> tools for communicating tourism image; slogans, themes and positions; visual symbols; and events and deeds.<br /> images of tourism destination;<br /> tourism marketing collaboration; <br />and tourism area life cycle discovery, launch, stagnation, and decline.<br />
Gidlund and Issraelsson (2009) mentioned that in attracting businesses to municipalities marketers must also consider: levels of marketing activities;<br /> tools for communicating a place image; slogans, themes and positions; visual symbols; and events and deeds.<br />business climate test; vibrant community must pass 6 out of the 10 questions (Kotler 1999)<br />and the four important factors in attracting businesses: modern infrastructure; quality of life; proximity to universities; and cooperation between levels of government. <br />Isley and McCurren (2009) added the four major essential characteristics that a vibrant entrepreneurial community must have: entrepreneurial culture; business capital; Business climate; and talent and know how <br />
Methodology<br /><ul><li>Qualitative and quantitative research design was used.
The population-- all staff (excluding casual workers but including both senior and junior workers) of EJM assembly administration office.
A sample size- 150(survey), and interview with NBSSI and cultural officers.
Data collection instrument- Convenience sampling method (survey), and interview with NBSSI and Cultural officer were used.</li></li></ul><li>Methodology (Cont.)<br /><ul><li>The main source of data was primary source.
Research instrument used was questionnaire , and interview, and personal observation.
In terms of analysis, simple percentages and averages were used. In the qualitative analysis content analysis was used.
the questionnaire was pilot tested to 10 workers of the assembly to ensure validity and reliability.</li></li></ul><li>Key findings<br /><ul><li>Marketing practices of EJMA. </li></ul>The municipality does not make use of: the STP model; all the marketing mix variables; branding techniques; frequent market research; and marketing communication strategy.<br />Almost one-third of staff of the municipality does not know the vision and mission statements of the municipal assembly.<br />The municipality makes use of the SWOT analysis.<br />The municipal assembly has a strategic plan and it was developed in consultation with the staff of the assembly.<br />
Key findings (Cont.)<br /><ul><li>The marketing practices of EJMA with respect to tourism attractions.</li></ul>The municipality does not make use of all these tools: slogans, themes, and positions; visual symbols; and events and deeds in communicating it tourism image.<br />The municipality does not collaborate with other organisations for tourism attractions.<br />The municipality’s tourism product could be placed on the discovery stage of the tourism life cycle.<br />
The municipality was operating on the non-marketing level of the Jones et.al (2008) levels of tourism marketing activities.<br />The municipality could be placed on different image clusters even though it was skewed towards the history, heritage, and culture cluster. However, the municipality has not been deliberately built around this cluster.<br />
Key findings (Cont.)<br /><ul><li>The marketing practices of EJMA with respect to business attractions.</li></ul>The municipality also operates on the non-marketing level of the Jones et.al (2008) levels of marketing activities for business attractions.<br />The municipality does not make use of all these tools: slogans, themes, and positions; visual symbols; and events and deeds in communicating it image in order to attract businesses to its jurisdiction.<br />
The municipality does not have a good entrepreneurial climate with respect to Kotler et.al (1999) business climate test.<br />The municipality scored moderate on Greenberg (1996) four important factors for attracting businesses.<br />The municipality did not also scored high marks on Isley and McCurren (2009) essentials of a vibrant entrepreneur community.<br />
Conclusion.<br /> The researcher concludes that, this work has validated the work of Kotler et al. (1999) that, Municipalities, historically have focused on investing in economic development for their municipalities rather than marketing designated to attract people and businesses to the municipalities (Gidlund and Issraelsson 2009).<br />
Suggestions for future research<br />The cost-benefit of marketing District assemblies in Ghana<br />The impact of place marketing on residents of District assemblies.<br />
Recommendations<br />The following recommendations were made to EJM:<br /><ul><li>Adoption of Marketing practices.